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PAGE 1
Business Architecture
as an Approach to Connect
Strategy & Projects
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Enterprise Architects
The Design of Business
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@helenmpal is your presenter, representing @eatraining
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Introduction to Business Architecture
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Enterprise Architecture
Mapping and modeling the Enterprise
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The Business Architecture
“defines the business strategy, governance,
organisation and key business processes.” ~TOGAF®9.1 Specification
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Why do Business Architecture?
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VA
LU
E
MANDATE
E
A B
C
D
Business Architecture is seen
as a positive progression
away from IT
*Adapted from Ruth Malan, Dana Bredemeyer
• Maximise Product Profitability
• Maximise Market Share
• Maximise Customer Lifetime Value
Improve project
performance
Improve enterprise wide
program and portfolio
performance
Improve Business Performance
Improve Market Performance
(Shareholder Value)
Improve Product/Service Performance
The Mandate Curve
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The Business Architect Mandate
Environ.
Models,
Competitor
Analysis,
Strategic
Diagnosis
Segmentation
Positioning,
Strategy Map,
Decision Trees
Perceptual
Mapping,
Distribution
Channels and
Models
Customer
Experience,
Journey Maps,
Learning Maps
Campaign
Models,
Advertising
Messages, Key
Messages
Competitor
Strategy,
Expansion
Strategy,
Innovation
Strategy
Marketing Mix,
Product
Lifecycle Model,
Pricing and
Cash Flow
Analysis
Regression
Analysis and
forecasting,
Platform and
Expansion Plans
Design models,
Value Maps,
Product and
Offering Maps,
Design Models
Product Line
Plans
Motivation
Model, Driver
Trees, Systems
Theory
Org. Model and
Structures,
Org. Culture,
Partner and
Supplier
Models
Change
Models,
Organisation
Unit Model,
Org. Learning
Models
Resource
Management
and Scheduling
Procedures
Contracts, Time
and Expense
Procedures
Performance,
Business
Structures,
Value Maps
Risk Models,
Growth Models,
Capital
Structure
Models
Performance
Alignment
Model, Root
Cause Model
Balanced
Scorecard,
Financial
Reporting
Financial
Reporting
Procedures,
EPM
Value Chain,
Value Streams,
Decisions &
Events
Capability
Models
Process Maps
Function
Models
Use Cases
Process Models
Workflows &
Activities
Operating
Procedures
Info’ Mgt
Principles
Info Use
Policies
Meta-Data
Definition
Subject
Classification
Information
Classification
Enterprise Info
Model, Info
Lifecycle Model,
Human
Interface Model
Custodian
Model,
Integration
View,
Presentation
Models
Security Rules,
BI Reports,
User Interface,
Warehouse and
Datamarts
Health
Assessment
Application
Principles
Application
Framework
Current State
Target State
Services
Definitions
Function
Models
Wiring
Diagrams
Activity Views
Patterns
Deployment
Model
Application
Standards
Resource
Estimates?
Class/Module
View
Configuration
Models
Data Principles
Reference Data
Stds
Data Dictionary,
Data quality
Processes
Data Directory
Field Level
Views
Tech’ Watch
Health
Assessment
Asset Lifecycle
Technology
Principles
Tech’ Reference
Model
Current State
Target State
Service
Catalogue
Service
Definition
Mud Maps
(N/W, etc.)
Technology
Standards
CMDB
Management
CONTEXTUAL
CONCEPTUAL
LOGICAL
PHYSICAL
IMPLEMENTATION
MARKET APPLICATION DATA TECHNOLOGY PRODUCTS &
SERVICES ORGANISATIONAL PERFORMANCE PROCESS &
FUNCTION INFORMATION
PRINCIPAL BUSINESS
ARCHITECT
SENIOR BUSINESS ANALYST /
SENIOR BUSINESS ARCHITECT
BUSINESS ANALYST
STRATEGIC
BUSINESS ARCHITECT
The EA Skills and Views Matrix
BUSINESS
ARCHITECT
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What do Stakeholders talk to you about?
There’s a customer
expectation gap between the
products we develop and the
service we deliver.
Are there synergies across
programmes that we aren’t
aware of?
There is a lot of activity going
on out there, how do I know
we are doing the right
things?
The project is overlapping
with another project – it
seems a waste of resources.
Money is getting spent on
things that don’t seem to be
important – what is the
priority?
Management Reporting is
complex and uses a lot of
disparate systems and
spreadsheets to produce.
The way we (don’t) manage
knowledge, documents and
content is causing problems.
Customer complaints are on
the increase and the only way
we are picking up errors.
Nobody is paying attention
to or addressing the pain
points we have in process
and workflow.
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The minefield between Strategy and Projects
Strategy not
sufficiently tied to
operations
Needed capabilities
not properly
understood or
measured
Planners not
accountable for
delivery
Benefits aren’t
quantified or
traced back to
original goals
The drivers of
strategy are often
misaligned
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Connecting Strategy & Projects
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TOGAF® Architecture Development Method
Phase B. Business Architecture
1. Select reference models, viewpoints and tools
2. Develop Baseline Business Architecture Description
3. Develop Target Business Architecture Description
4. Perform gap analysis
5. Define candidate roadmap components
6. Resolve impacts across the Architecture Landscape
7. Conduct formal stakeholder review.
8. Finalise the Business Architecture.
9. Create Architecture Definition Document.
The Open Group Architecture Framework (TOGAF®)
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How a business can be represented
The Business model is described in terms of business motivation and
outcomes and is often represented in the form of a Business
Motivation Model
Various business models produce different outcomes for different
scenarios. Developing scenarios for business models is done
using the Business Model Canvas
At the conceptual level develop the detail of the various
strategic business models using the (EA) Business Reference
Model with corresponding value chain models
The capability layer expands the conceptual business
model into detailed business capabilities and
describes their inter-relationships and target
maturity levels. It is often represented in the business
anchor or capability model
The resources layer addresses all the
resources that are within the capabilities and
is found in the more traditional process and
functional decomposition models
THE BUSINESS
MOTIVATION MODEL
THE BUSINESS MODEL
CANVAS
THE VALUE SYSTEM
MODEL
THE BUSINESS
CAPABILITY ANCHOR
MODEL
RESOURCE
MODEL RESOURCES
CAPABILITY
BUSINESS
STRATEGY
MOTIVATION
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“Architecture Thinking” according to EA
Vision
Strategy
Blueprinting
Roadmapping
Governance
MACRO
ENVIRONMENT INDUSTRY SCAN
INFLUENCERS
ASSESSMENT
MEANS ENDS
SWOT PERFORMANCE
• Financial
• Customer
• Internal (current)
• Internal (long-
term)
MOTIVATION MODEL BUSINESS MODEL
SERVICE MODEL
CAPABILITY MODEL
People
ROADMAP
GOVERNANCE
* Closed feedback loop to Motivation Model
Information
Technology
Process
MARKET MODEL
MEANS ASSESSMENT
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BMM according to Object Management Group
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Business Motivation Model (Adapted) Key Elements
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Business Motivation Model (Adapted)
Adapted from Business Motivation Model - OMG
A statement with action,
product/service & market
“Provide mobile tailored wealth
management services to self-
employed people in Australia”
Specific actions
“Call first-time customers
personally”
The strategic course of action
“Defend our current customer
base to reduce churn and
increase repeat business”
A statement of a desired
future state
“Be the wealth management
services provider of choice with
best customer service for self-
employed people.”
Quantitative specific
statement about desired
results
“By end of year, 90% of first-
time customers get a personal
call within 2 business days.”
Qualitative general statement
about desired results
“Improve customer satisfaction
(over the next five years)”
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B U S I N E S S D E S I G N T O O L Business Motivation Model
There are many ways to depict the BMM. This version EA has found to be most effective.
C U S T O M E R S
M I S S I O N V I S I O N
S T R A T E G I E S
L E V E R S IN
FL
UE
NC
ER
S
O B J E C T I V E S
G O A L S
O B J E C T I V E S
C H A N N E L S
D R I V E R S
G O A L S
Adapted from Business Motivation Model - OMG
EA’s standard
structure for a
BMM
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B U S I N E S S D E S I G N T O O L Business Model Canvas
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XPLANE
Business Anchor (Capability) Model B U S I N E S S D E S I G N T O O L
O R G A N I S A T I O N S T R U C T U R E
V A L U E D R I V I N G C A P A B I L I T I E S
S U P P O R T I N G C A P A B I L I T I E S
SU
PP
LIE
RS &
PA
RT
NER
S
C H A N N E L S
P R O D U C T S A N D S E R V I C E S
VALUE CHAIN VALUE CHAIN VALUE CHAIN
CU
ST
OM
ER
S,
ST
AK
EH
OLD
ER
S
There are many ways to depict the BAM/BCM. This version EA has found to be most effective.
EA’s standard
structure for a
BAM
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Business Anchor Model & Decision Making
Am I over or
underspending?
Is my current investment
portfolio dealing with tactical
issues?
Is my strategy aligned
with management issues /
focus areas?
Am I able to achieve
my strategy?
Is lack of maturity
causing tactical issues?
Is my current
investment aligned
to my strategy
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XPLANE
Planning Roadmap B U S I N E S S D E S I G N T O O L
Doability
M I S S I O N , V I S I O N ,
G O A L S A N D
S T R A T E G I E S
S T R A T E G I C O B J E C T I V E S
A L I G N E D T O I N I T I A T I V E S D R I V E R S
ASSUMPTIONS
AND PRINCIPLES
P R O G R A M M E O F W O R K
Risks aligned to programme of work
Time, Cost and Effort
Value Chain Current State
Capability Current State
People Current State
Process Current State
Tools Current State
Data Current State
Value Chain Target State
Capability Target State
People Target State
Process Target State
Tools Target State
Data Target State
EA’s standard
structure for a
Roadmap
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Applied Business Architecture: 4 Day Course
New method and
tools to put in my
professional toolkit
For IT People
Identify what is of business value, so can
figure out how technology can help
provide or create that value.
For Business People
Apply architecture thinking to
business planning and strategy
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"Perhaps we cannot raise
the winds. But each of us
can put up the sail, so that
when the wind comes we
can catch it." CONNECT
enterprisearchitects.com/learning
twitter.com/eatraining
P +61 3 9615 6500
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